Through management, Huawei has changed from an extensive technical enterprise to a high-tech company that pays equal attention to technology and management.
1, large enterprises should manage their time well.
Enterprises should list time management separately, treat it as a part of management, and establish a scientific and clear concept of time, which is efficiency and benefit for enterprises.
Huawei put forward seven time management rules: First, the rule of introspection. Employees make a list of their time consumption, so that they can track their time consumption and actively recognize and avoid various phenomena of poor time management. Second, the goal rule. Huawei has specially formulated standards that are SMART (to be specific), measurable (to be measurable), actionable (to be achievable), realistic (to be result-oriented) and time-based (to have a time limit). This standard emphasizes the basic attitude of management by objectives. Third, Fiona Fang's law. When dealing with a job, Huawei people will make a feasible plan and set the key control points of the plan. Four, four quadrant rule. It refers to doing the right thing at the right time, prioritizing, setting different levels of work priorities, and defining the work order. Fifth, streamline the law. Optimize workflow and details by using SWOT rule. Sixth, the law of rhythm. Master the rhythm and rhythm of work. Seven, the 80/20 rule. Spend 80% of your time doing 20% of the most important things. Because 20% of the most important tasks can create 80% of the performance.
? The concept of time management has been paid more and more attention, and the consciousness has paid more and more attention to work efficiency. But because the work content is becoming more and more quantifiable. When similar jobs do similar things, the time and quality of completing tasks become one of the standards to measure their ability.
2. Management by objectives is the premise of enterprise development.
Management by objectives, set goals first, then work. The formulation of goals is not the result of summary and lag, but an important force with guiding and traction functions. Huawei has formulated an intelligent target management method of target management.
Smart management by objectives has five basic principles, namely, first, concreteness, that is, the objectives should be specific and clear, and there should be no ambiguous or ambiguous objectives. 2. Measurable means to have a specific measurable standard for the set goals, and the company should formulate a unified, standard and clear measurable ruler. Third, action (achievable), any set goal is achievable, we should jump up to pick peaches, not jump up to pick stars. Fourth, realistic (result-oriented), performance indicators should be related to other goals. 5. Constraints of time-limited goals, and goals without time limits are meaningless.
Achievable: When we set goals for ourselves, we sometimes set them very high, and often we don't stick to them or accomplish them in the end. Over time, your execution will also decline, and your satisfaction will disappear. So we should break down the goals, and they are achievable goals.
3. Process is the guarantee of enterprise development.
The resistance of management optimization is that the habits of small companies are still in their bodies, and their own thinking is not completely professional for operators. Compared with western companies, we have always been at a low level, and the phenomenon of overlapping, disjointed, inefficient duplication and unsmooth whole process between operation and delivery is more serious.
Weaknesses and defects in management led to the cost waste in Huawei's expansion. Huawei introduced process management through IBM. In fact, Huawei's process management has established a rule in methodology, that is, "the core of the process should reflect the essence of the business, and whoever belongs to it after restoration." So in essence, process management or process construction is not only to liberate those managers or company representatives, but also to liberate everyone inside Huawei. Find an accurate career orientation in the process.
(Multi-departmental collaboration, cross-departmental business, if you use the make-up exam process system to standardize your responsibilities, you will only make mistakes again and again, and repeatedly say that the well questions have nothing to do with yourself. This is to do things right, which is put forward in the book Free Quality (including production objectives).
4, with the last elimination system to ensure the law of survival of the fittest.
If you want to be dynamic within the company, you must introduce a competitive mechanism to create pressure for everyone in the enterprise to survive. Through the internal assessment and elimination system, the team's vitality and sense of competition are activated, and the sense of crisis helps people stay focused and motivated.
5. Great changes in organizational structure
The advanced equipment and high-quality resources equipped in the rear should play a role in time and provide effective support after discovering the goals and opportunities on the front line, instead of those who have resources only beating themselves and supporting themselves. It should be decided by the people who can hear the shots. Huawei has established a flat matrix structure management mechanism. Attitude structure, dynamic structure and organizational structure of reverse help system.
The most attractive advantage of matrix structure management is that it can be adjusted in stages. Will not change because of a temporary change)
Let the people who hear the guns make a decision. People with resources need support, not just struggle. Self-respect for profit, these four words tell the boundary and bottom line of decision-making)
6. Performance-oriented system
In the cadre evaluation system, Huawei emphasizes contribution and uses it to measure performance. A regular debriefing system should be established between supervisors at all levels. This evaluation system increases the transparency of enterprise decision-making. Through the management of performance appraisal, Huawei also emphasizes the value orientation of results and establishes self-management and self-restraint mechanisms. Managers and employees constantly set goals and give feedback to problems, which effectively improves performance, realizes the improvement of performance and promotes the continuous improvement of employees' ability.
The important criterion of Huawei's talent assessment is to see how much work he has done and how much practical value he has produced. Only if you make achievements can you get a promotion.
Ability and potential are meaningless if they cannot be transformed into real productive forces. Therefore, giving full play to everyone's ability and potential is probably one of the most important things for the team. Performance appraisal orientation should also cooperate with it)
7. Be responsible for things, not people.
Human responsibility system and material responsibility system are two fundamental (different) systems. The responsibility system of people is a convergent system, and the responsibility system of things is an effective monitoring at the level of process and authorization, so that the most knowledgeable people have the right to deal with problems, and it is an extended system.
People's responsibility system: first, there are many unnecessary and unimportant links in management, and employees lack the ability to make decisions and choose independently. They have to ask for instructions from their superiors in everything and ask for their consent, which seriously affects their work efficiency. Second, it is easy to breed factionalism and interest groups, and it will form its own interest circle, which will increase the internal establishment innocently and will not bring value-added behavior to enterprises.
Responsibility system for things: give employees more independent choices and make employees work more efficiently. As long as it doesn't involve some major interests, employees can solve it within the scope of their duties and enhance their sense of responsibility and execution.
("Being responsible for people" is actually based on the human assumption that business leaders are omnipotent. Managers hope to establish authority and better control enterprises. It will exert a kind of management pressure on employees to obey their rights and do what they are told. This system may play a certain role in the early stage of starting a business. After all, the charisma of a leader can't be ignored, and it can really play a role in wooing and guiding others. However, with the continuous development of enterprises, the requirements for the refinement of enterprise processes are getting higher and higher)
(The quality of employees should match their jobs and be responsible for things. Employees dare to make mistakes and get the growth of "opportunity education", which is also the improvement of personal quality.)
8. Cost control is more effective than market expansion.
In the period of rapid development of the company, the company should control the cost and reduce the cost not only about product quality and personnel salary, but also about enterprise management cost and operation cost. The company should suggest strict financial budget and audit mechanism to remove some unnecessary internal cost consumption.
Huawei has incorporated the virtues of hard work, diligence and thrift into the cadre assessment and selection system. Secondly, looking at the labor input-output ratio, each department has reasonable performance goals. Finally, the efficiency of the wall is improved in cost control.
9. Master the company's cash flow.
The important role of cash flow: it is the ability to resist blows in competition. As long as there is sufficient cash flow, the viability of the enterprise can be guaranteed, even if it encounters a crisis.
If an enterprise does well, its cash flow, communication, system, law, products, etc. Should keep in good health, enterprise management is a project. )
10, to promote enterprise development with efficient execution.
Cadres need to have three abilities: successful decision-making, correct implementation and accurate understanding. The fourth is interpersonal skills.
Ren put forward the slogan of "the upper level creates momentum, and the grass roots do it". Huawei is divided into three levels: high-level personnel are responsible for the blueprint planning and strategy formulation of the enterprise, providing employees with motivation and guidance for action; The pass duty of middle-level cadres is to make plans and tasks; The main task of subordinates is to be responsible for putting the work plans and goals of superiors into concrete actions. Institutionalized execution.
? (The so-called high-level decision-making, middle-level management and low-level execution. Good decision-making and management depends on the lower level, front line and terminal)
? There are many people with strong execution and strong determination, but not many people can persist in strong execution for a long time, just as not everyone can make successful decisions for a long time. The difference is that long-term implementation is easy to achieve and requires an open mind; People who maintain long-term successful decision-making are not easy to do, and need higher IQ, ability and courage. Improving execution requires external pressure and more self-discipline)